TimeSharing Today | Nov / Dec , 2022 Page 52
GOVERNANCE & MANAGEMENT
Helping staff to feel indispensable
By Nigel Lobo
At Grand Pacific Resorts , we understand that our company can only be as successful as the individuals who comprise it . Yet , while we are fortunate to have cultivated a passionate and loyal workforce over many years , recent external factors have threatened to disrupt the teams we have worked so hard to build and maintain .
Our industry is contending with linelevel staffing issues that were further exacerbated by the pandemic . Furloughed workers saw few options other than to seek employment elsewhere , with some choosing entirely different industries , perhaps perceived as more insulated from hospitality ’ s ongoing unpredictability during a growing pandemic .
This understandable need for linelevel workers to adapt was followed by what some termed the “ great resignation .” During this time , 11.4 million employees across a variety of industries left their prepandemic jobs to work for short-staffed employers promising higher wages and better hours , placing an additional strain on an already-diminished workforce .
What ’ s happening now
We currently face a 40-year-high inflation rate of 8.3 percent , resulting in skyrocketing housing , gas , and childcare costs which have become all but unsustainable for line-level employees ,
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particularly those residing in alreadyexpensive vacation destinations . This has led to even further reductions in staff , with workers moving out of the towns where their resorts are located to more affordable markets .
To add insult to injury , the morale of employees who stayed has been impacted , as they now shoulder the vast majority of the work at a rate of pay that has not kept pace with runaway inflation . This has led to a new phenomenon known as “ quiet quitting ” in which exhausted employees who were once enthusiastic about their roles mentally resign and now perform at only minimal levels required to remain employed .
How does this ongoing staffing upheaval impact our industry as a whole ? Beyond the obvious detriment to our valued associates , short-staffed resorts could lead to slower service times , decreased guest and owner satisfaction , and eventually fewer rental and exchange bookings . Perhaps the silver lining in all of this is that operating — assuming successfully — with less staff substantially reduces labor costs , which then begs the million-dollar question : Does a viable strategy which allows resorts to mitigate
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